Does a “No A–holes Policy” Work in the Law?

“I decided after about a year that I wanted to work only for, and with, people I like,” said Peter van Aartrijk, a corporate-branding strategist, in yesterday’s WSJ Lifelines column. The column, which examines successful strategies for managing work-life problems, introduces a philosophy to services businesses such as the practice of law — a ‘No Assholes Policy,’ or NAP.” [This was years before publication of Robert Sutton's much-publicized book, "The No Assholes Rule," the article points out.]

Van Aartrijk says he realized, as the founder of his own business, that some clients’ unreasonable demands were causing him stress and cutting into time with his wife and two daughters. So he decided six years ago fire clients whose expectations were out-of-line. The result at the 14-employee company “suggests executives can exert more control over their work environments than many believe,” says the Journal.

“I probably turn away about 20% of the revenue we could be bringing in,” says Van Aartrijk, “but I think we gain over the long term, in relationships with clients; we’re still growing 20% a year.” The NAP has fostered a better work environment for him and his employees and he has a lot more time to spend with his family.

Law Blog Question of the Day: In the practice of law — Big Law or Small — is it realistic to think you can fire clients and still grow a business?

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The Law Blog covers the legal arena’s hot cases, emerging trends and big personalities. It’s brought to you by lead writer Jacob Gershman with contributions from across The Wall Street Journal’s staff. Jacob comes here after more than half a decade covering the bare-knuckle politics of New York State. His inside-the-room reporting left him steeped in legal and regulatory issues that continue to grab headlines.

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